Role-Based Assessment: A New Way to Know

Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Role‐Based Assessment: A New Way to Know

How People Will Perform in Teams

Dr. Janice Presser, CEO ERE.NET Webinar February 24, 2010, 2‐3pm ET


Agenda

•  TGI Role‐Based Assessment in context • What TGI Role‐Based Assessment measures

– Coherence – Role – Teaming Characteris;cs

•  CHI Indicators •  The TGI Role‐Based Assessment Experience •  But wait – there’s more!


Role-Based Assessmentin Context


How many Kmes have you seen…

•  Good ‘fit’ •  Relevant knowledge •  Progressive growth of responsibility

•  Excellent resume •  References •  Superb interview

Pre‐hire evaluaKon


How many Kmes have you seen…

•  Good ‘fit’ •  Relevant knowledge •  Progressive growth of responsibility

•  Excellent resume •  References •  Superb interview

•  No clear leadership •  Lacking good judgment •  Missing key goals and deadlines

•  Not measuring up to expecta;ons

•  Inappropriate workplace behavior

Pre‐hire evaluaKon On the job


Data is not InformaKon

•  SMART ≠ MOTIVATED

•  EXPERIENCED ≠ PRODUCTIVE • AGGRESSIVE ≠ EFFECTIVE •  CHARMING ≠ CONSTRUCTIVE

•  How much do resumes, interviews, IQ and personality factors tests really tell us about team performance?


•  Tradi;onal forms of assessment focus on individual skills and characteris;cs

•  These individual measures do not perform well as predictors of ‘teaming characteris;cs’ •  Posi;ve, produc;ve behavior in teams predicts value contribu;on

•  Therefore, we need to measure in a new way!


1900 1920 1940 1960 1980 2000 2010

Behavior

Woodworth (U.S. Army)

Stanford-Binet IQ

Cattell 16PF Personality

TGI Role-Based Assessment

Gerber Mosaic Figures

Personality

Intellect

Performance

Components

Raw Material

Rorschach Lowenfield

Mosaic

Gerber-Presser Exec. Behavior

Gerber-Presser Enhanced EBA

Caliper

Myers-Briggs

Binet-Simon IQ

U.S. Army Alpha-Beta

Wechsler WAIS

Allport Values

Hartman Axiology/EQ

MMPI Pathology

5-Factor Theory

DiSC

Predictive Index


…or this?

1900 1920 1940 1960 1980 2000 2010

Behavior


Stanford-Binet IQ




Personality

Intellect

…or…Performance

Components

Raw Material


Mosaic



Caliper

Myers-Briggs

Binet-Simon IQ


Wechsler WAIS

Allport Values

Hartman Axiology/EQ

MMPI Pathology

5-Factor Theory

DiSC

Predictive Index

This?


1900 1920 1940 1960 1980 2000 2010

Behavior


Stanford-Binet IQ




Personality

Intellect

Performance

Components

Raw Material


Mosaic



Caliper

Myers-Briggs

Binet-Simon IQ


Wechsler WAIS

Allport Values

Hartman Axiology/EQ

MMPI Pathology

5-Factor Theory

DiSC

Predictive Index


What you measure is what you get.


• Coherence • Role • Teaming CharacterisKcs


Coherence


•  A Coherent person has a well‐developed sense of self and others; seeks to contribute

•  A Rigid person is self‐involved; is mo;vated to self‐protect by domina;ng/manipula;ng others

•  A Diffuse person is self‐involved; is mo;vated to self‐protect by misdirec;ng aSen;on

Coherent Rigid Diffuse


Objectives

Goals

Vision


Plans

Rewards

Objectives

Goals

Achievement

Engagement

Vision

Synergy

Schedules


Plans

Rewards

Objectives

Goals

Achievement

Engagement

Vision

Blame and Victimize

Synergy

Schedules


Plans

Rewards

Objectives

Goals

Create Rivalry and Conflict

Achievement

Engagement

Vision

Blame and Victimize

Synergy

Schedules


Plans

Rewards

Objectives

Goals


Achievement

Engagement

Vision

Blame and Victimize

Misdirect and Deprive

Synergy

Schedules


Plans

Confuse and Frustrate

Rewards

Objectives

Goals


Achievement

Engagement

Vision

Blame and Victimize


Synergy

Schedules


Plans

Confuse and Frustrate

Rewards

Objectives

Goals


Achievement

Engagement

Vision

Blame and Victimize


Synergy

Schedules


Discourage Demean


Micromanage Manipulate

Discourage Demean


Micromanage

Inhibit or Compartmentalize Team Synergy

Manipulate

Discourage Demean


Micromanage


Manipulate

Discourage Demean


Micromanage


Manipulate

Discourage Demean



Acknowledge


Empower Organize

Acknowledge


Respect Acknowledge

Empower Organize


Lead, Inspire, Engage, Integrate, Motivate

Empower Organize

Respect Acknowledge


Empower Organize

Respect Acknowledge



Empower Organize

Respect Acknowledge



Empower Organize

Respect Acknowledge



Empower Organize

Respect Acknowledge



Empower Organize

Respect Acknowledge



Empower Organize

Respect Acknowledge




Role


•  Very different people may have the same Role •  Roles align with a group’s universal needs:

– Envisioning (or inven;ng) the future – Turning ‘the Vision’ into strategies and plans – Overseeing and guiding the group – Making detailed schedules and assignments

– Following plans and geYng things done quickly


•  Different people are aZracted to different types of acKvity: – Crea;ng and building ‘community’ (team spirit)

– Iden;fying and solving tough problems

– Preserving/providing knowledge and group history – Tending to the needs of others – Searching for new possibili;es, resources, and informa;on


Role Names

•  Envisioning the future ‐ ‐ ‐ ‐ ‐ •  From Vision to Strategy ‐ ‐ ‐ ‐ •  Big‐picture Guidance ‐ ‐ ‐ ‐ ‐ ‐ •  GeYng it done! ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ •  Making detailed schedules ‐ ‐ •  Crea;ng ‘community’‐ ‐ ‐ ‐ ‐ ‐ •  Solving tough problems ‐ ‐ ‐ ‐ •  Preserving knowledge ‐ ‐ ‐ ‐ ‐ •  Tending to needs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ •  Searching for ‘treasure’ ‐ ‐ ‐ ‐

> Founder > Vision Mover > Vision Former > AcKon Mover > AcKon Former > Communicator > Conductor > Curator > Watchdog > Explorer


•  EXAMPLE: Some Roles are an excellent match to a Customer Service unit – Communicator – Conductor – Ac;on Former

•  …and some Roles are NOT! – Founder – Vision Mover



Teaming Characteristics


•  Finer detail of Role and Coherence – Incidence of a secondary Role – ‘Borderline’ Coherence measures

•  Role‐fit to job responsibili;es •  Management/Coaching recommenda;ons

•  Cau;onary comments


HIRED!

Finalist Candidates

Career Path

References

Knowledge/Skill

Resume

Interviews

Personality

1 2 3

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Finalist Candidates

Career Path

References

Knowledge/Skill

Resume

Interviews

Personality

Role-Based Assessment

1 2 3 Rigid; wrong Role; teaming = poor

Coherent; right Role; teaming = excellent

Coherent; wrong Role; teaming = fair

" """ " "" """ "" "" "

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•  He has liSle interest in finding or fixing other people's problems or of actually doing things that other people want him to do. •  He has liSle interest in organiza;onal tasks, which is going to keep him disorganized in both his approach and his work. •  In general, this candidate is so burdened with problems that he is likely to be a high maintenance employee.

HIRED!

Finalist Candidates

Career Path

References

Knowledge/Skill

Resume

Interviews

Personality

Role-Based Assessment

4 5 6 Coherent; right Role; teaming = excellent



" """ """ """ "" """ ""

""

"


•  This candidate is the type of person who can be found in the front of the group with marker in hand, developing a list of things that need to be done or important points or project benchmarks. •  She is the consummate organizer. The key is that she does not organize for the present but as a way of geYng things ready for the future. Her style is one of handling many things simultaneously.



CHI Indicators™


Human Infrastructure: People, guiding and effecting complex processes, are the infrastructure upon which the success of the organization depends.


•  Role‐Based Assessment™ is the founda;on for the CHI Indicators™‐‐ qualita9ve and quan9ta9ve diagnos;c metrics of organiza;onal performance

•  The CHI Indicators™ are a high‐value, proprietary means for targe;ng both the causes of, and cures for, organiza;onal performance problems •  Coherent Human Infrastructure = ‘CHI’


•  Analyze teams by the interac;ons required to get their work done

•  Assess the team members for their style of interac;on (Role) and Coherence

•  Determine your ra;os – exis;ng vs. desired – to iden;fy strengths and weaknesses

•  Plan and execute appropriate interven;ons •  Re‐measure and recalculate acer interven;on


Coherence Data Summary


Role DistribuKon: AcKon Team


•  Hiring –  A reliable method for selec;ng new hires from ‘the best of the best’

–  Raise the performance levels of new hires EARLY –  Reduce the cost of the hiring process and risks from failed hires –  Improve overall business performance

•  Development –  Use RBA data for management and coaching –  Analyze and repair team performance problems

•  OpKmizaKon –  Meet major HR challenges: rapid growth, M&A, downsizing/outsourcing

–  Build a Coherent Human Infrastructure


Using Role-Based Assessment


• Pick the Role that you see best fiYng you

• Make the other three choices, then move on to your next ‘ac;ng job’

• If you feel any ;me pressure, ‘check out’ and return later to con;nue

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•  UKlize a TGI Business SoluJon at No Cost – Assess 5 candidates for a current hire, or, – Assess 5 candidates for a promo;on

•  Discover the RBA value‐add in a real‐world HR decision‐making situaKon – Dodge a bullet – Find an undiscovered ‘gem’ – Compare with and/or augment exis;ng forms of assessment


But wait...there’s more!

TGI is looking for help


•  40% of newly promoted managers and executives fail within 18 months of starting a new job Source: Manchester, Inc.

•  46% of U.S. new hires must be classified as failures within their first 18 months (fired, pressured to quit, required disciplinary action, etc.) Source: Leadership IQ

•  58% of new executives hired from the outside, fail in their new position within 18 months Source: Michael Watkins


•  65% lie on resumes -- the key data source that we rely on to source and narrow down applicants contains untrue information more than half the time Source: The Risk Advisory Group

•  Nearly two-thirds of hiring managers come to regret their interview-based hiring decisions Source: DDI



Change Drives Opportunity

•  From worker to knowledge‐worker

•  Mul;‐language/mul;‐Cultural workplace

•  Baby boom in decline/ ‘Gen Y’ on the rise

•  Economic and technological challenges

•  Outsourcing and Offshoring •  Global marketplace / Global compe;;on

All demand a new way to know who will contribute, and who will not.


•  Reduce risk and cost of hiring failures •  Iden;fy and develop the right people for the right jobs •  Diagnose and solve organiza;onal performance problems •  Improve your clients’ ROI in people!


•  Provide a compe;;ve advantage •  Solve chronic people problems

•  Build new areas of interac;on & trust •  Improve customer loyalty and sa;sfac;on


•  Ongoing programs and content – Online cer;fica;on training – Personalized, ready‐to‐print marke;ng materials and ready‐to‐use presenta;ons

– Con;nuing educa;on and ‘sales circle’ sessions – Dedicated client services department


TGI’s Global Mission

•  Most working people spend more ‘quality ;me’ with their co‐workers than with their families

• When the workplace produces stress and frustra;on, the quality of life at home declines •  Therefore: If TGI can truly make the workplace a beZer place to work, then we will also help to make the world a beNer place to live!


Dr. Janice Presser, CEO The Gabriel InsKtute

1515 Market Street, Suite 825 Philadelphia, PA 19102

215‐825‐2500

jpresser@thegabrielins;tute.com Blog: hSp://drjanice.wordpress.com

CEO Blog: hSp://ceo2ceo.wordpress.com TwiSer: hSp://twiSer.com/DrJanice

LinkedIn Group: www.linkedin.com/groups?gid=1855357


A New Way to Know… …how people will perform

in teams.